In What Ways Are Introverts Particularly Influential Leaders? - Ashley Waldo Bachelor of Arts in Business Administration Heavener School of ...

In What Ways Are Introverts Particularly
         Influential Leaders?

                 Ashley Waldo

   Bachelor of Arts in Business Administration

          Heavener School of Business
             University of Florida

                 Spring of 2021

Introduction

       Over the last year during the COVID-19 pandemic, people across the globe have had to

make adjustments at school, in the workplace, and at home. This leap to a more remote world has

been difficult for many people, but not everyone shares the same resentment toward operating

from home. Some people prefer to be alone and do not derive as much energy from interactions

with other people. These people are introverts. With all the lockdowns and quarantines over the

last year, many introverts have found this liberating and are adapting quite well (Fawzy, 2020).

Naturally, the true colors of introverts are coming to light as many of them do not share the

struggles of the extroverts who are eagerly waiting to recharge their relationship batteries with

frequent socializing and human interaction.

       This new world with remote learning and working has also challenged the leadership

platform and effectiveness of both introverts and extroverts. Leading through a global crisis

surrounded by uncertainty has summoned leaders to put forth their best effort. People in this

pandemic are revealing their innate characteristics that contribute to their ability to lead others.

Accordingly, now is a very interesting time to examine the positive and potentially challenging

attributes that both introverts and extroverts bring to leadership positions.

       Simply put, true leaders are able to influence people. Society used to believe that there

was a specific list of personality traits that someone had to have to be an effective leader. This

mindset was a result of the popular trait theory that was developed by psychologists and popular

in the early 20th century. Although there is no cookie-cutter mold for born-leaders like the old

trait theory suggests, there are many traits and attributes associated with effective leadership

(Cutler, 2014). Some of these traits are more often associated with introverts or extroverts, even

though correlation does not necessarily indicate causation. These common observations may be

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true, but they have led to false assumptions about a person’s leadership capacity based on where

they fall on the spectrum of introversion to extroversion. Specifically, introverts have been

doubted as effective leaders because of stereotypes that will be further explored in this paper.

Rather than categorizing and assuming, the differences between individuals should be celebrated,

and the strengths of each type of leader, especially in the midst of a catastrophic pandemic,

should be highlighted. As leaders, both introverts and extroverts should be aware of their own

strengths and weaknesses so they can capitalize and grow. Whether introverted or extroverted,

this understanding will equip a leader to reach out of their comfort zone when needed and put

their unnatural attributes into practice in order to make an impact on more people as well as

maximize their effectiveness.

                                 Defining Effective Leadership

       Before the effects of introversion and extroversion on leadership potential can be

examined, leadership must first be defined. Although there are numerous theories arguing over

the details, it is now widely accepted that leadership development is a process rather than a

single moment or event (Cutler, 2014). During this process, an intertwined group of people are

motivated toward a common purpose. There are many elements to the leadership process, but it

all comes down to influencing people.

       In order to lead, there must be followers. These followers are influenced and led; they are

not necessarily managed or instructed to obey someone. The best leaders do not always need a

position or executive title within an organization to accrue a following. Although being in a

position of authority gives someone a great platform to potentially lead those working below

them, there is no guarantee that they will earn the privilege to lead others. Leaders can be

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assigned or naturally emerge in any context and at any age. Leadership is not limited to the

office, either. Someone can lead in their family, school, church, or community (Kruse, 2013).

       There are many organizations that compete to study, simplify, and categorize the

complexities of leadership. The well-renowned GLOBE Project (Global Leadership and

Organizational Behavior Effectiveness Project), a ten-year international leadership study

covering 60 countries, has condensed a list of leadership dimensions: visionary, inspirational,

self-sacrifice, integrity, decisiveness, and performance-oriented (GLOBE, 2014). Gary Yukl, a

prominent author, psychologist, and professor, has compiled his own solid list of leadership

attributes: high energy level and stress tolerance, self-confidence, internal locus of control,

emotional stability and maturity, personal integrity, socialized power motivation, moderately

high achievement orientation, and low need for affiliation (Yukl, 2012). Although these accepted

writings give a clearer idea of what to expect from great leaders, it is interesting to note that

neither introversion or extroversion made it on the list.

       Leadership can be misunderstood as an adjective (Kruse, 2013). Despite common

correlations, leadership positions are not reserved for people born with a certain attribute or

personality type. However, people’s innate characteristics can help or harm them in their

personal development toward becoming an effective leader. Society seems to have already made

up its mind about extroverts and their natural charisma that helps them lead people. However,

introverts have a lot to offer too, and in the era of a pandemic it is time to take a closer look at

what they can contribute in the area of leadership.

               Positive Attributes that Introverts bring to Leadership Positions

Ability to Listen Actively

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Because introverts take a lot of time to think before they speak, they are much more

likely to listen to, absorb, and apply the ideas offered by a team (Nobel, 2010). This tendency of

introverts to be active listeners works in their favor, because communication is very significant

in building relationships with followers. Listening actively requires full attention, paraphrasing

back to the speaker, and responding appropriately. Since introverts prefer to process information

carefully and deeply rather than talk for the sake of doing so, they can quickly gain the respect

and trust of followers which leads to their loyalty, obedience, and satisfaction (Evanish, 2019).

An introvert’s tendency to listen rather than speak first also works well with a very proactive

team. With a proactive and eager team, a leader should be receptive to followers’ ideas and foster

an environment where they can creatively express themselves and take initiative. Fortunately,

this comes naturally to introverts, a reason they have proven to be more effective leaders than

extroverts when working with proactive teams (Nobel, 2010).

Observance

          Introverts are more comfortable than extroverts when working alone or behind the

scenes. They do not receive as much energy from interacting in social situations or chaotic

environments, so they are easily overstimulated and need time alone to be rejuvenated. Because

they prefer to minimize their involvement in these settings, they often sit back and observe their

surroundings instead. This means they are quick to notice things and pick up on patterns in most

environments (Nobel, 2010). Because they tend to be more detail-oriented, they are also more

likely to carefully watch and take note of the attitudes and behaviors of their followers, which is

essential in building emotional intelligence and deciding how to motivate and connect with each

person.

Willingness to Put Others in the Spotlight

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Introverts do not seek the spotlight or better yet, avoid it altogether. They prefer to boost

and encourage those around them by acknowledging and celebrating their victories rather than

seeking public validation for their own. Studies have shown that followers want to be

recognized, inspired, and empowered by the leaders whom they look up to. When introverted

leaders make the natural decision to give their followers this attention, they are more likely to

cherish and look up to their leader rather than see them as a threat or competition (Asghar, 2015).

Comfort with Independence

       Taking on a leadership role can be very isolating. Whether standing up for what is right

or navigating through unwanted and uncharted change, there can be tension, resistance, and

initial distrust from followers. It can take a long time for leaders to warm up to their followers

and earn their trust, especially if the leader is there due to a transition of power or serves in an

authoritative position. Even though not all leadership is assigned, the power imbalance within the

leader-to-follower dynamic can cause a strain. Because introverts are most comfortable by

themselves and do not require regular engagement, they are more readily equipped to endure this

situation (Cain, 2012). Although being ostracized is not easy for anyone, introverted leaders are

less likely to be discouraged or phased by this independence because they prefer to be alone as it

is, and their leadership ability will be less marred than those who find comfort in numbers.

Self-control

       Because introverts are not quick to open up or engage within a group setting, it is natural

for them to practice self-control. They are contemplative and known for their ability to keep

themselves and their emotions in check (Cain, 2012). This can come in handy for introverted

leaders, especially in times of crisis where they are more likely to “keep their cool” under

pressure for the sake of the group looking up to them. This self-discipline helps introverts be

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careful and meticulous about what and how they choose to share. Accordingly, they are known

by their followers to be even-keeled and calm when reacting (Asghar, 2015).

Investment in Quality Relationships

       Although strong relationships are not reserved for any personality type, introverts often

have a few sincere connections rather than multiple surface-level ones. Introverts are deep

thinkers, and they also choose their voluntary interactions very carefully (Asghar, 2015). This

special combination of qualities makes them likeable leaders, because they would rather invest in

a genuine connection with their followers rather than have many acquaintances. Observant and

attentive followers pick up on this kind of behavior, and they appreciate the intimate and sincere

one-on-one conversations that introverted leaders prefer to have instead of speaking in front of a

crowded room. When it comes to relationships, introverted leaders are known for prioritizing

quality over quantity.

                         Potential Challenges of an Introverted Leader

Overthinking

       Because introverts tend to think and feel so deeply, this can cause them to overthink just

about anything. Researchers have found that introverts show more electrical activity in their

brains whether resting or engaging in a task, thus more cortical arousal in their brains. These

high levels of brain activity in introverts are a direct result of overthinking (Granneman, 2017).

Introverts are constantly absorbing and processing information which can be incredibly

overwhelming and become a barrier. Introverts prefer to “think more talk less”, which can get

them caught up by intrusive thoughts, negativity, and worries that hinder their leadership

effectiveness (Evanish, 2019). Since introverts are prone to overthink and on occasion hesitate

from opening up with others, they often forgo opportunities to rant and unload when they are

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stressed. They are vulnerable to emotional and mental burnout that they could take out on their

followers. Chaotic overthinking can even lead to overthinking about thinking itself, which can

cause introverted leaders to anxiously doubt their abilities and worry too much about the

perceptions from their followers.

Antisocial Appearance

        Introverts prefer to be alone, which leads to many assumptions and stereotypes about

their ability to lead other people. Since they are not as comfortable in social settings, people may

mistake their independence for them being antisocial, closed-off, or too quiet. Because introverts

tend to be more quiet, they are also often uncomfortable with confrontation, which can obstruct a

leader’s ability to deal with conflict. Regardless of whether or not it is true, the belief that they

are disinterested in others can make followers see them as unapproachable. This is why they do

noticeably well with proactive teams and not as well with passive ones, as productivity can be

stifled if the leader and his/her followers are for the most part reserved (Nobel, 2010).

Lack of Confidence

        Introverted leaders can look like they lack confidence which can make them feel less

confident. People want to admire confident yet humble leaders, and they associate confidence

with being outgoing. Since introverted leaders are more soft-spoken, they are less often viewed

as the bold and assertive leaders who can command the attention of everyone in the room (Cain,

2012). Although self-awareness is important, introverted leaders know they are often overlooked

as effective leaders because of their natural attributes; they know they do not fulfill the common

stereotypes of a leader. This can make them self-conscious about their leadership ability and

doubt their potential. As such, it is important that their valuable uniqueness is recognized to build

confidence.

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Positive Attributes that Extroverts Bring to Leadership Positions

Charisma

       Within leadership positions, extroverts bring a remarkable ability to inspire those around

them with their alluring charm. By using their natural charisma, extroverted leaders can be very

compelling, and it is usually easy for them to command the attention of a room and win people

over (Nobel, 2010). Successful leaders require dedicated followers, and extroverted leaders

radiate a contagious energy that attracts and inspires their followers. This charisma makes them

very convincing, which is why extroverted leaders perform especially well when guiding a more

passive group of followers who require engaging leadership (Asghar, 2015). They also captivate

people because they seem very upbeat and positive, and most followers want to look up to a

leader with an optimistic attitude who is full of vibrant energy (Percy, 2019). When people are

asked to describe a great leader, whether assigned or emerging, charisma almost always makes

the top of the list, and it is a huge advantage that extroverts naturally bring to leadership

positions (Nobel, 2010).

Boldness

       Extroverts also possess boldness. Unlike introverts, extroverts do not hesitate to “put

themselves out there”. They are very likely to stand up first in a crowded room, and they are also

quick to speak. Combined with their charisma, this boldness is a key feature of extroverts that

makes them influential leaders (Nobel, 2010). Even if the idea is not a good one, an extroverted

leader’s outspokenness grabs attention and makes them more persuasive. In being assertive,

extroverted leaders also appear very confident. Although there is a fine line between arrogance

and confidence, the perfect amount of boldness makes an extroverted leader look qualified,

eager, and prepared to lead a group of followers (Cain, 2012).

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Naturally-emerging

       As previously mentioned, leaders can be assigned or naturally emerging. Emergent

leadership occurs when a person gradually finds themselves fulfilling a leadership role overtime

rather than being appointed to be a leader. Emerging leadership transpires from natural group

dynamics and how the leader interacts with their followers. Because extroverts can be bold and

charismatic, there is a strong relationship between extroversion and emergent leadership. Their

tendency to naturally emerge as leaders does not necessarily indicate that they will be the most

effective leaders, but it does give them an initial advantage in influencing others (Spark, 2018).

Their predisposition to emerge as leaders also contributes to the stereotypes surrounding leaders

and why many people assume introverts are less capable to lead effectively.

Desire to Collaborate

       Extroverts thrive in collaborative environments. Unlike introverts, extroverts acquire

energy from socializing, and extroverts genuinely enjoy the frequent company of other people

(Percy, 2019). After time alone, they get back to being themselves by recharging their batteries

through interacting with others. As a leader, the innate desire to collaborate with other people is

hugely significant. Leadership can only happen if there are other people involved, so extroverts

have little trouble holding up this part of the deal. They thrive when engaging in teamwork, and

they tirelessly bring an abundance of liveliness and enthusiasm to these settings. As “social

butterflies”, they regularly seek out ways to introduce themselves and make connections with

others. Because they are so sociable, they appear friendly and affable, so followers often see

them as very approachable. Extroverted leaders are known for their fondness of collaborating, so

potential followers, especially passive ones, tend to be reeled into followership rather than

deterred from it (Asghar, 2015).

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Potential Challenges of an Extroverted Leader

Overconfidence

       Although introverted leaders are often doubted and underestimated based on stereotypes,

the assumptions that follow extroverted leaders can be quite harmful too. Because extroverts are

so naturally charismatic and bold, they tend to be more confident in their ability to lead people,

whether it be in the workplace or their personal lives (Cain, 2012). Their outspokenness can

easily be mistaken for arrogance, and this self-assurance can quickly get out of hand and repel

followers who prefer to be led by someone who displays humility.

       The tendency of extroverted leaders to be overconfident can also jeopardize their own

performance at work. People in leadership positions who rank high in extroversion are more

susceptible to short bursts of enthusiasm. As found in published studies researching CEOs in

both Ireland and the United States, their overconfidence can lead to outbursts of extroverted

energy. Because of overconfidence, this vigor can create a risk-taking propensity that is

significantly higher than that of introverts (O’Mahony, 2019). This can be incredibly dangerous

in a leadership role, especially if it leads to having overly optimistic performance forecasts and

clouded executive decision-making.

Attention-seeking Image

       Unlike introverts, extroverts prefer to initiate conversation, and they are more

comfortable talking to strangers. Although this contributes to their bold charisma that they

successfully contribute to leadership positions, it can leave people with the impression that they

just crave attention. As previously mentioned, extroverts derive energy from these social

interactions. Their behavior is a lot more complex than “seeking attention”. However, because

the average person understandably does not study or understand the psychological underpinnings

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and motivations behind introversion and extroversion, followers see extroverts’ outspoken

tendencies as attention-seeking and are often irritated by this behavior in a leader (Percy, 2019).

It can be very challenging for them to overcome the stereotypes and prove that they are not a

hotshot, even if an extroverted leader is humble (Asghar, 2015).

Conversational Intensity

       Throughout history, extroverted leaders have shown an exceptional magnetism that draws

in followers and keeps them captivated by their charm and energy alone. However, this ability to

engage with followers and their tendency to seek frequent collaboration can be overwhelming at

times. Similarly to how followers can be bothered by the way extroverted leaders appear to want

attention, they might also distance themselves when a leader is quick to “dominate” a social

situation (Nobel, 2010). Because extroverts crave social stimulation, they tend to brainstorm out

loud and talk before they listen, key reasons why they work best with passive followers.

However, their tendency to talk first and listen later can hinder their productivity and potential

connection with certain followers. When a leader is less methodical and talks more than they

listen to their own followers, followers often feel overlooked and that their ideas are disregarded.

Studies have shown that extroverted leaders also tend to clash with proactive followers, feel

threatened, and often have a need to be competitive with those around them (Evanish, 2019).

Similar to the way in which introverted leaders work well with more active groups of followers,

the conversational intensity of extroverted leaders makes them a much better match for more

passive teams (Nobel, 2010).

                                 Importance of Self-Awareness

       Self-awareness is being conscious of one’s own unique facets. To be self-aware means to

have an understanding of one’s own personality, thoughts, habits, needs, emotions, and beliefs

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(Davis, 2019). Self-awareness is not selective, because it includes knowing one’s strengths as

well as his/her most crippling weaknesses. Having this quality is incredibly important for leaders

in order to better comprehend themselves as well as grasp how to understand and interact with

others. Fortunately, self-awareness can be developed and enhanced. It is not preordained for a

certain personality type.

       Self-awareness can be increased through a variety of ways, especially through means that

involve introspection and reflection. One of the most common vehicles for increasing self-

awareness through introspection and reflection is self-assessment. Self-assessments help

individuals take a closer look at themselves and learn about what motivates their behaviors. They

can be as simple as a personality questionnaire or as complex as an inventory of questions that

provides specific codes and categories. Some of the most popular and notable self-assessment

tools include the Myers-Briggs Type Indicator (MBTI), Clifton Strengthsfinder, Holland Code,

and the Big Five Personality Assessment (Osman, 2018). Each self-assessment offers unique

insights and can be utilized to investigate many aspects of a person, including his/her preference

and style in areas like decision-making, work environment, problem-solving, and leadership

style. Most of these tools listed give insight on where someone leans on the scale of introversion

to extroversion. Because someone’s identity as an introvert or extrovert is so pivotal to their

leadership style and can be an indicator of their potential advantages and challenges, it is very

often explored in self-assessments aimed at boosting self-awareness.

       When a leader has acquired the self-awareness to know whether he/she is an introvert or

an extrovert, the individual is more prepared to start on the path toward personal growth, change,

and development. Whether introverted or extroverted, the best leaders are aware of their own

strengths, weaknesses, personalities, subliminal tendencies, and preferences. This increases their

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interpersonal efficacy and emotional intelligence, and it also empowers leaders to break free

from the confinement of a definition. Both introverted and extroverted leaders can be

discouraged by the assumptions surrounding their tendencies, so self-awareness is the first step

toward the ability to practice and master behaviors that are unnatural to them. For example, a

right-handed person probably does not write her name well using her left hand. However, if she

practices writing her name using her nondominant hand 50 times every day, she will certainly

see growth and improvement over time. In the same way, self-aware introverted and extroverted

leaders can find themselves becoming “ambidextrous leaders” if they regularly practice reaching

outside of their comfort zone and habits. When introverted or extroverted leaders are able to

adjust their style in a given situation, they will receive more positive feedback, have increased

self-confidence, higher motivation, and a deeper commitment that will boost performance and

satisfaction of themselves and their followers in the long run (Rowe, 1987). Introverts and

extroverts do not need to change to be better leaders. However, they can maximize their

influence and impact by knowing how and when to challenge the status quo of their preferred

leadership style, something that often comes through greater self-awareness.

       Finally, self-awareness leads to authentic leadership in connecting who you are with how

you lead (Cutler, 2014). By being fully conscious of oneself and how it impacts the ability to

influence others, leaders have a coherent sense of self that they can use as a reference point for

authentic leadership (Eriksen, 2009). Self-aware, authentic leaders also naturally act in

congruence with themselves. Their thoughts, beliefs, and values are compatible with their

actions, and it decreases their chances of experiencing cognitive dissonance. Effective leaders

want to be their best selves and always set a good example, but they should be genuine and not

put up a front. Not all followers are easily fooled or convinced by a staged performance, and this

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misrepresentation can lead to a lack of both trust and respect that can permanently inhibit a

leader’s ability to positively influence them. Devoted followers want legitimate and genuine

leaders, no matter how introverted or extroverted the leader truly is. Authentic leaders have a

greater capacity to build credibility with followers and establish honest and substantial

relationships that outlive the workplace or job titles (Cutler, 2014). Trusting followers not only

listen to the leader better and contribute to cohesiveness, but they often have better morale,

retention, and performance too. This authentic bond can curate an atmosphere and culture where

loyalty and teamwork are common outputs, and this can spread throughout the rest of an

organization at an accelerated pace (Eriksen, 2009).

                        Work Environments Where Introverts Thrive

       Many of society’s social constructs, such as work, school, and sports teams, provide a

readymade environment for extroverts to thrive due to the stimulation they provide (Cain, 2012).

Even though the COVID-19 pandemic is causing some hopefully temporary adjustments,

administrators and leading educators are trying to shift away from cubicles, offices, walls, and

separated desks in the workplace and classrooms. They are trying to implement open concepts to

offer more opportunities for socializing, and this is facilitated by less offices and more group

tables and extended workspaces (Ross, 2017). Although teamwork and collaboration are

incredibly important in the workplace and education system for both introverts and extroverts,

there is an appropriate time for deep-thinking and solitude that should not be discouraged or

eliminated by a system’s design (Cain, 2012).

       Introverts are not limited to success in certain careers or fields, but they do tend to

gravitate toward some jobs and industries. Introverts overrepresent employees in the fields of

psychiatry, IT, engineering, architecture, psychology, technical writing, accounting, science, and

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art. These career choices offer more chances for independence, listening, thoughtful problem-

solving, and one-on-one interactions, so the nature and demands of these jobs seem to pull an

introvert into that ideal environment where they can thrive (Gaffney, 2020).

        Regardless of introverted preferences, the average person works with and is surrounded

by a diverse combination of personality types. In the United States, the split between introverts

and extroverts is nearly even, introverts accounting for a bit less than half of the general

population. Because of their natural disposition, introverts tend to have a harder time pursuing

and earning promotions, and they often feel that they have to act more like extroverts to get

noticed (Cain, 2012). Although introversion or extroversion should not be used as an excuse or

to undermine someone deserving, many introverts are finding themselves to be underappreciated,

overworked, and vulnerable to a self-fulfilling prophecy at work (Ross, 2017). However,

research has shown that about 70% of CEOs describe themselves as introverts. Some of the most

famous examples of introverted CEOs include Bill Gates of Microsoft, Warren Buffett of

Berkshire Hathaway, producer and director Steven Spielberg, and Brenda Barnes of PepsiCo.

Part of their success can be attributed to their ability to act like extroverts in appropriate

situations, making them ambiverts. An ambivert is an individual who can leverage both

introversion and extroversion depending on what is needed for the situation, and this is a

remarkable skill that both introverts and extroverts should try to practice to become the

“ambidextrous leaders” capable of maximizing their effectiveness (C-Suite Network, 2019).

                                             Conclusion

        Our society is being shaped and molded each day as it faces seemingly insurmountable

obstacles like the COVID-19 pandemic. In these crucial times, influential leaders who can guide

organizations with clarity, safety, and positive change are needed. Although introverted leaders

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face potential challenges just like extroverted leaders, they should not be overlooked for the

opportunity to lead due to their nature or the assumptions surrounding them. Human nature has

convinced society that extroverts are more fit for the position as charismatic and bold leaders,

and everyone is slowly unlearning this philosophy that has been engrained in society for a long

time (Cain, 2012) (Asghar, 2015). Introverts bring many positive attributes to leadership

positions, and they are just as capable of influencing others in their own way. With their ability

to listen actively, observance, willingness to put others in the spotlight, comfort with

independence, investment in quality relationships, and self-control, introverted leaders have a lot

to contribute to their followers, their communities, our society, and the world.

       Apart from introversion or extroversion, there are many other aspects of someone’s

personality that influence their leadership style as well as the attributes and challenges that

accompany them. Many of these are worth examining in the future to uncover more research and

draw insightful conclusions. Specifically, studying other dimensions of the Myers-Briggs Type

Indicator (MBTI) such as sensing versus intuition, thinking versus feeling, and judging versus

perceiving would prove useful in expanding the knowledge of how leadership is impacted by

someone’s perception of the world and decision-making style (The Myers-Briggs Company,

2021). Leadership is complex and multifaceted, and exploring it beyond “introversion versus

extroversion” can provide a better understanding of, and appreciation for, the attributes that

individuals bring to leadership positions. Expanding this knowledge and awareness can also help

support, prepare, and inspire potential leaders to rise to the occasion and navigate organizations

through the intimidating challenges of an ever-changing world.

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